DELIVERING HIGHER-VALUE MATERNITY CARE

Transcription

1 DELIVERING HIGHER-VALUE MATERNITY CARE Designing Alternative Payment Models for Better Care, Lower Spending, and Financially Viable Maternity Care Providers Harold D. Miller President and CEO Center for Healthcare Quality and Payment Reform

2 How Do You Control Growing Healthcare Spending? $ TOTAL HEALTH CARE TOTAL HEALTH CARE TOTAL HEALTH CARE TOTAL HEALTH CARE TIME 2

3 Typical Strategy #1: Cut Provider Fees for Services $ TOTAL HEALTH CARE TOTAL HEALTH CARE TOTAL HEALTH CARE SAVINGS Cut Provider Fees TOTAL HEALTH CARE BY PAYERS 3

4 Typical Strategy #2: Shift Costs to Patients $ SAVINGS TOTAL HEALTH CARE TOTAL HEALTH CARE TOTAL HEALTH CARE TOTAL HEALTH CARE BY PAYERS Higher Cost-Share & Deductibles 4

5 Typical Strategy #3: Delay or Deny Care to Patients $ SAVINGS TOTAL HEALTH CARE TOTAL HEALTH CARE TOTAL HEALTH CARE TOTAL HEALTH CARE BY PAYERS Lack of Needed Care 5

6 Results of the Typical Strategies Small providers forced out of business Consolidation of providers to resist cuts in fees Shifts in care to higher-cost settings Increases in utilization to offset losses in revenue Patients avoiding necessary care due to high cost-sharing Large increases in health insurance premiums Inability to afford health insurance 6

7 Results of the Typical Strategies Small providers forced out of business Consolidation of providers to resist cuts in fees Shifts in care to higher-cost settings Increases in utilization to offset losses in revenue Patients avoiding necessary care due to high cost-sharing Large increases in health insurance premiums Inability to afford health insurance IS THERE A BETTER WAY? 7

8 The Right Focus: Spending That is Unnecessary or Avoidable $ AVOIDABLE AVOIDABLE AVOIDABLE AVOIDABLE NECESSARY NECESSARY NECESSARY NECESSARY TIME 8

9 Avoidable Spending Occurs In All Aspects of Healthcare $ AVOIDABLE NECESSARY 9

10 Avoidable Spending Occurs In All Aspects of Healthcare $ SURGERY Unnecessary surgery Use of unnecessarily-expensive implants Infections and complications of surgery Overuse of inpatient rehabilitation AVOIDABLE NECESSARY 10

11 Avoidable Spending Occurs In All Aspects of Healthcare $ SURGERY Unnecessary surgery Use of unnecessarily-expensive implants Infections and complications of surgery Overuse of inpatient rehabilitation AVOIDABLE CANCER TREATMENT Use of unnecessarily-expensive drugs ER visits/hospital stays for dehydration and avoidable complications Fruitless treatment at end of life NECESSARY 11

12 Avoidable Spending Occurs In All Aspects of Healthcare $ SURGERY Unnecessary surgery Use of unnecessarily-expensive implants Infections and complications of surgery Overuse of inpatient rehabilitation AVOIDABLE NECESSARY CANCER TREATMENT Use of unnecessarily-expensive drugs ER visits/hospital stays for dehydration and avoidable complications Fruitless treatment at end of life CHEST PAIN DIAGNOSIS/TREATMENT Overuse of high-tech stress tests/imaging Overuse of cardiac catheterization Overuse of PCIs, high-priced stents 12

13 Avoidable Spending Occurs In All Aspects of Healthcare $ SURGERY Unnecessary surgery Use of unnecessarily-expensive implants Infections and complications of surgery Overuse of inpatient rehabilitation AVOIDABLE NECESSARY CANCER TREATMENT Use of unnecessarily-expensive drugs ER visits/hospital stays for dehydration and avoidable complications Fruitless treatment at end of life CHEST PAIN DIAGNOSIS/TREATMENT Overuse of high-tech stress tests/imaging Overuse of cardiac catheterization Overuse of PCIs, high-priced stents MATERNITY CARE Unnecessary C-Sections Early elective deliveries Underuse of birth centers Complications of delivery 13

14 The Right Goal: Less Avoidable $, $ AVOIDABLE AVOIDABLE AVOIDABLE AVOIDABLE NECESSARY TIME 14

15 The Right Goal: Less Avoidable $, More Necessary $ $ AVOIDABLE AVOIDABLE AVOIDABLE AVOIDABLE NECESSARY NECESSARY NECESSARY NECESSARY TIME 15

16 Win-Win for Patients & Payers $ AVOIDABLE SAVINGS AVOIDABLE SAVINGS AVOIDABLE SAVINGS AVOIDABLE Lower Spending for Payers NECESSARY NECESSARY NECESSARY NECESSARY Better Care for Patients TIME 16

17 Barriers in the Payment System Create a Win-Lose for Providers $ AVOIDABLE NECESSARY BARRIERS IN THE CURRENT PAYMENT SYSTEM SAVINGS AVOIDABLE NECESSARY 17

18 Barrier #1: No $ or Inadequate $ for High-Value Services $ AVOIDABLE NECESSARY UNPAID SERVICES No Payment or Inadequate Payment for: Services delivered outside of face-to-face visits with providers, e.g., phone calls, s, etc. Communication among providers to manage patient needs Services delivered by non-physicians (nurses, midwives, homecare aides) Services in non-traditional settings (e.g., birth centers) Non-medical services, e.g., transportation Additional time for patients with higher intensity needs 18

19 Barrier #2: Avoidable Spending May Be Revenue for Providers $ AVOIDABLE MARGIN NECESSARY PROVIDER REVENUE COST OF SERVICE DELIVERY 19

20 And When Avoidable Services Aren t Delivered $ AVOIDABLE MARGIN AVOIDABLE NECESSARY PROVIDER REVENUE COST OF SERVICE DELIVERY NECESSARY 20

21 Providers Revenue May Decrease $ AVOIDABLE MARGIN AVOIDABLE NECESSARY PROVIDER REVENUE COST OF SERVICE DELIVERY NECESSARY PROVIDER REVENUE 21

22 But Fixed Costs Don t Vanish $ AVOIDABLE MARGIN Many Fixed Costs of Services Remain When Volume Decreases Leases & staff in provider practice Costs of hospital emergency room and labor & delivery suite AVOIDABLE NECESSARY PROVIDER REVENUE COST OF SERVICE DELIVERY NECESSARY COST PROVIDER OF REVENUE SERVICE DELIVERY 22

23 But Fixed Costs Don t Vanish and New Costs May Be Added $ AVOIDABLE MARGIN Many Fixed Costs of Services Remain When Volume Decreases And New Costs May Be Incurred, Costs of unpaid provider services Costs of collecting quality data AVOIDABLE COST OF NEW SVCS NECESSARY PROVIDER REVENUE COST OF SERVICE DELIVERY NECESSARY COST PROVIDER OF REVENUE SERVICE DELIVERY 23

24 Leaving Providers With Losses (or Bigger Losses Than Today) $ Many Fixed Costs of Services Remain When Volume Decreases And New Costs May Be Incurred, Potentially Causing Financial Losses AVOIDABLE MARGIN AVOIDABLE LOSS COST OF NEW SVCS NECESSARY PROVIDER REVENUE COST OF SERVICE DELIVERY NECESSARY PROVIDER REVENUE COST OF SERVICE DELIVERY 24

25 Small Payment Bonuses Usually Won t Offset the Losses $ AVOIDABLE MARGIN Many Fixed Costs of Services Remain When Volume Decreases And New Costs May Be Incurred, Potentially Causing Financial Losses That Aren t Offset by Small Bonuses AVOIDABLE LOSS P4P COST OF NEW SVCS NECESSARY PROVIDER REVENUE COST OF SERVICE DELIVERY NECESSARY PROVIDER REVENUE COST OF SERVICE DELIVERY 25

26 A Payment Change isn t Reform Unless It Removes the Barriers BARRIER #1 BARRIER #2 26

27 CMS Alternative Payment Models Currently in Place TYPE OF PROVIDER CMS PROGRAM PAYMENT STRUCTURE Health Systems, Multi-Specialty Groups, PHOs, and IPAs Primary Care Specialty Care Hospitals and Post-Acute Care Accountable Care Organizations (MSSP & Pioneer) Comprehensive Primary Care Initiative Oncology Care Model Comprehensive Care for Joint Replacement FFS + Shared Savings on Attributed Total Spending FFS + PMPM $ for Attributed Patients + Shared Savings on Attributed Total Spending (for State or Region) FFS + PMPM $ for Attributed Patients + Shared Savings on Attributed Total Spending (for 6-month window) FFS + Bonuses/Penalties on Attributed Total Spending 27

28 CMS Alternative Payment Models Don t Change Current Payments TYPE OF PROVIDER CMS PROGRAM PAYMENT STRUCTURE Health Systems, Multi-Specialty Groups, PHOs, and IPAs Primary Care Specialty Care Hospitals and Post-Acute Care Accountable Care Organizations (MSSP & Pioneer) Comprehensive Primary Care Initiative Oncology Care Model Comprehensive Care for Joint Replacement FFS + Shared Savings on Attributed Total Spending FFS + PMPM $ for Attributed Patients + Shared Savings on Attributed Total Spending (for State or Region) FFS + PMPM $ for Attributed Patients + Shared Savings on Attributed Total Spending (for 6-month window) FFS + Hospital Bonuses/Penalties for Attributed Total Spending 28

29 Most Only Provide More $ After Other Spending is Reduced TYPE OF PROVIDER CMS PROGRAM PAYMENT STRUCTURE Health Systems, Multi-Specialty Groups, PHOs, and IPAs Primary Care Specialty Care Hospitals and Post-Acute Care Accountable Care Organizations (MSSP & Pioneer) Comprehensive Primary Care Initiative Oncology Care Model Comprehensive Care for Joint Replacement FFS + Shared Savings on Attributed Total Spending FFS + PMPM $ for Attributed Patients + Shared Savings on Attributed Total Spending (for State or Region) FFS + PMPM $ for Attributed Patients + Shared Savings on Attributed Total Spending (for 6-month window) FFS + Hospital Bonuses/Penalties for Attributed Total Spending 29

30 Problems With Shared Savings Providers receive no upfront resources to improve care management for patients Already efficient providers receive little or no additional revenue and may be forced out of business Providers who have been practicing inefficiently or inappropriately are paid more than others Providers could be rewarded for denying needed care as well as by reducing overuse Providers are placed at risk for costs they cannot control and random variation in spending Shared savings bonuses are temporary and re-benchmarking leaves providers with inadequate payment to deliver necessary services 30

31 Medicare ACOs Aren t Succeeding Due to Flaws in Shared Savings 2013 Results for Medicare Shared Savings ACOs 46% of ACOs (102/220) increased Medicare spending Only 24% (52/220) received shared savings payments After making shared savings payments, Medicare spent more than it saved Net loss to Medicare: $78 million 2014 Results for Medicare Shared Savings ACOs 45% of ACOs (152/333) increased Medicare spending Only 26% (86/333) received shared savings payments After making shared savings payments, Medicare spent more than it saved Net loss to Medicare: $50 million 2015 Results for Medicare Shared Savings ACOs 48% of ACOs (189/392) increased Medicare spending Only 30% (119/392) received shared savings payments After making shared savings payments, Medicare spent more than it saved Net loss to Medicare: $216 million 31

32 Current APMs are Problematic Because Payers Designed Them HOW PAYMENT REFORMS ARE DESIGNED TODAY Medicare and Health Plans Define Payment Systems Providers Have To Change Care to Align With Payment Systems Patients and Providers May Not Come Out Ahead 32

33 Providers Need to Design Payments to Support Good Care HOW PAYMENT REFORMS ARE DESIGNED TODAY Medicare and Health Plans Define Payment Systems Providers Have To Change Care to Align With Payment Systems Patients and Providers May Not Come Out Ahead THE RIGHT WAY TO DESIGN PAYMENT REFORMS Providers Redesign Care and Identify Payment Barriers Payers Change Payment to Support Redesigned Care Patients Get Better Care and Providers Stay Financially Viable 33

34 How Do You a Good Alternative Payment Model? 1. Identify opportunities to improve care and reduce avoidable spending 2. Identify the barriers in the payment system that prevent implementing the improvements 3. Payers give healthcare providers flexible, adequate resources to overcome the barriers in the current payment system 4. Healthcare providers take accountability for achieving the improvements in care and reductions in spending 34

35 How Do You a Good Alternative Payment Model? 1. Identify opportunities to improve care and reduce avoidable spending 2. Identify the barriers in the payment system that prevent implementing the improvements 3. Payers give healthcare providers flexible, adequate resources to overcome the barriers in the current payment system 4. Healthcare providers take accountability for achieving the improvements in care and reductions in spending WIN: Better Care for Patients WIN: Lower Spending for Payers WIN: Financially Successful Healthcare Providers 35

36 Start By Identifying Opportunities to Reduce Avoidable Spending 1. Identify opportunities to improve care and reduce avoidable spending 2. Identify the barriers in the payment system that prevent implementing the improvements 3. Payers give healthcare providers flexible, adequate resources to overcome the barriers in the current payment system 4. Healthcare providers take accountability for achieving the improvements in care and reductions in spending WIN: Better Care for Patients WIN: Lower Spending for Payers WIN: Financially Successful Healthcare Providers 36

37 PROCEDURE COMPLI- CATIONS Opportunity Area #1: Identify Avoidable Complications $ Hospital-acquired infections Medical errors Hospital readmissions 37

38 PROCEDURE COMPLI- CATIONS Opportunity Area #1: Reduce Avoidable Complications $ Savings COMPLI- PROCEDURE CATIONS 38

39 PROCEDURE COMPLI- CATIONS Payment Solution #1: (Limited) Warranty $ Warranty COMPLI- PROCEDURE CATIONS WARRANTY PAYMENT Higher payment to support higher-quality care No additional payment to correct preventable complications Savings from reducing avoidable complications Not an outcome guarantee 39

40 PROCEDURE PROCEDURE INEFFIC- IENCY COMPLI- CATIONS Opportunity Area #2: Identify Inefficiencies in Delivery $ Warranty COMPLI- PROCEDURE CATIONS Unnecessary post-acute care Unnecessary consultations Unnecessarily expensive drugs, medical devices, etc. 40

41 PROCEDURE INEFFIC- IENCY PROCEDURE COMPLI- CATIONS Opportunity Area #2: Reduce Inefficiencies in Delivery $ Warranty COMPLI- PROCEDURE CATIONS Savings INEFFICI PROCEDURE ENCY 41

42 PROCEDURE COMPLI- CATIONS PROCEDURE INEFFIC- IENCY Payment Solution #2: Bundle for Entire Procedure $ Warranty COMPLI- PROCEDURE CATIONS Bundle INEFFICI PROCEDURE ENCY BUNDLED PAYMENT Single payment to support all of the services needed to deliver a treatment Higher payments for patients with higher needs rather than higher payments just because more services were delivered Savings from reducing unnecessary services 42

43 PROCEDURE COMPLI- CATIONS INEFFIC- IENCY COMPLI- CATIONS Payment Solution #3: Episode = Bundle + Warranty $ Procedural Episode Bundle + Warranty INEFFICI PROCEDURE ENCY EPISODE PAYMENT Bundle: Single payment for all services related to a treatment Warranty: No additional payment to address complications that occur after treatment is completed 43

44 HOSPTAL PROCEDURE COMPLI- CATIONS HOSPITAL PROCEDURE HOSPITAL PROCEDURE INEFFIC- IENCY INEFFICI ENCY Most Bundles/Warranties/Episodes Are for Hospital-Based Procedures $ Warranty HOSPTIAL PROCEDURE CATIONS COMPLI- Procedural Episode Bundle + Warranty Bundle 44

45 HOSPTAL PROCEDURE HOSPITAL PROCEDURE HOSPITAL PROCEDURE HOSPITAL PROCEDURE LOWER-COST SITE OF SERVICE INEFFIC- IENCY INEFFICI ENCY COMPLI- CATIONS Opportunity Area #3: Using Lower-Cost Sites of Service $ HOSPTIAL PROCEDURE CATIONS COMPLI- Outpatient surgery Drugs administered in physician offices Births in birth centers 45

46 HOSPTAL PROCEDURE HOSPITAL PROCEDURE HOSPITAL PROCEDURE HOSPITAL PROCEDURE LOWER-COST SITE OF SERVICE LOWER-COST TREATMENT INEFFIC- IENCY INEFFICI ENCY COMPLI- CATIONS Opportunity Area #4: Using Lower-Cost Treatments $ HOSPTIAL PROCEDURE CATIONS COMPLI- Physical therapy instead of joint or back surgery Medication therapy instead of invasive procedure Vaginal delivery instead of C-Section 46

47 HOSPTAL PROCEDURE HOSPITAL PROCEDURE LOWER-COST SITE OF SERVICE HOSPITAL PROCEDURE HOSPITAL PROCEDURE LOWER-COST TREATMENT INEFFIC- IENCY INEFFICI ENCY COMPLI- CATIONS To Capture Those Savings Opportunities $ HOSPTIAL PROCEDURE CATIONS COMPLI- Savings Savings 47

48 HOSPTAL PROCEDURE COMPLI- CATIONS HOSPITAL PROCEDURE HOSPITAL PROCEDURE HOSPITAL PROCEDURE LOWER-COST SITE OF SERVICE LOWER-COST TREATMENT INEFFIC- IENCY INEFFICI ENCY Payment Option 4:Condition-Based Payment, Not a Procedural Episode $ HOSPTIAL PROCEDURE CATIONS COMPLI- CONDITION-BASED PAYMENT Single (bundled) payment for all services needed to treat a condition Higher payments for patients with more severe conditions Savings from reducing unnecessary treatments or using lower-cost treatments Condition-Based Payment 48

49 Condition-Based Payments Needed Across Healthcare Knee Osteoarthritis Home-based rehab instead of facility-based rehab Physical therapy instead of surgery Chest Pain Non-invasive imaging instead of invasive imaging Medical management instead of invasive treatment Chronic Disease Management Improved education and self-management support Avoiding hospitalizations for exacerbations Maternity Care Vaginal delivery instead of C-Section Term delivery instead of early elective delivery Delivery in birth center instead of hospital 49

50 All of These Payment Options Can Be Used in Maternity Care Normal Pregnancy Delivery 50

51 Bundles to Encourage Providers to Reduce Hospital Costs Bundled Payment OB $$$ C-Section Hospital $$$ Normal Pregnancy Delivery Bundled Payment Vaginal OB/CNM $$ Delivery Hospital $$ 51

52 Warranties to Support Reductions in Delivery-Related Complications Normal Pregnancy Delivery Bundled Payment with Warranty (Episode) C-Section Vaginal Delivery OB $$$ Hospital $$$ OB/CNM $$ Hospital $$ Complications No Complications Bundled Payment with Warranty (Episode) Complications No Complications 52

53 Condition-Based Payment to Encourage More Vaginal Deliveries C-Section in Hospital Condition-Based Payment OB $$$ Hospital $$$ Complications No Complications Normal Pregnancy Delivery Vaginal Delivery in Hospital OB/CNM $$ Hospital $$ Complications No Complications 53

54 Condition-Based Payment To Encourage Use of Birth Centers C-Section in Hospital Condition-Based Payment OB $$$ Hospital $$$ Complications No Complications Normal Pregnancy Delivery Vaginal Delivery in Hospital OB/CNM $$ Hospital $$ Complications No Complications Delivery in Birth Center CNM $ Birth Ctr $ Complications No Complications 54

55 Payment Can Also Move Upstream to Improve Outcomes Population-Based Payment/Maternity ACO-CCO Higher-Risk Pregnancy Total Patient Population Pre- Conception Care Lower-Risk Pregnancy Avoided Pregnancy 55

56 Basic Condition-Based Payment Has Best Opportunities for Savings Condition-Based Payment C-Section in Hospital OB $$$ Hospital $$$ Complications No Complications Normal Pregnancy Delivery Vaginal Delivery in Hospital OB/CNM $$ Hospital $$ Complications No Complications Delivery in Birth Center CNM $ Birth Ctr $ Complications No Complications 56

57 Making the Numbers Work: A Hypothetical Example 57

58 Making the Numbers Work: A Hypothetical Example WARNING TO THOSE WITH MATH PHOBIA: Lots of Numbers Coming Quickly; Slides Available for Detailed Review Afterwards 58

59 Making the Numbers Work: A Hypothetical Example WARNING TO THOSE WITH MATH PHOBIA: Lots of Numbers Coming Quickly; Slides Available for Detailed Review Afterwards Examples are all simplified for purposes of presentation but the principles and conclusions are realistic 59

60 Payment to Birth Center $/Patient Birth Center Midwife $2,200 Birth Center $4,000 Total $6,200 60

61 Payment for Hospital Delivery $/Patient Birth Center Midwife $2,200 Birth Center $4,000 Total $6,200 Hosp. Vaginal OB-GYN Vag. $3,300 Hospital Vag. $7,500 Total $10,800 61

62 Payment for C-Section $/Patient Birth Center Midwife $2,200 Birth Center $4,000 Total $6,200 Hosp. Vaginal OB-GYN Vag. $3,300 Hospital Vag. $7,500 Total $10,800 Hosp C-Section OB-GYN C-S $3,600 Hospital C-S $12,000 Total $15,600 62

63 Birth Center Deliveries Are Dramatically Less Expensive $/Patient Birth Center Midwife $2,200 Birth Center $4,000 Total $6,200 Hosp. Vaginal OB-GYN Vag. $3,300 Hospital Vag. $7,500 Total $10,800 Hosp C-Section OB-GYN C-S $3,600 Hospital C-S $12,000 Total $15,600-43% -60% 63

64 Birth Center Deliveries Are Dramatically Less Expensive $/Patient Birth Center Midwife $2,200 Birth Center $4,000 Total $6,200 Hosp. Vaginal OB-GYN Vag. $3,300 Hospital Vag. $7,500 Total $10,800 Hosp C-Section OB-GYN C-S $3,600 Hospital C-S $12,000 Total $15,600-43% -60% But not every delivery can be done in a birth center, and not every woman will want to try so what is the real savings opportunity?? 64

65 Assume a Typical Current Distribution of Births CURRENT $/Patient # Pts Birth Center Midwife $2,200 Birth Center $4,000 Total $6, % Hosp. Vaginal OB-GYN Vag. $3,300 Hospital Vag. $7,500 Total $10, % Type of Delivery Birth Center C- Section Hosp C-Section OB-GYN C-S $3,600 Hospital C-S $12,000 Total $15, % Hospital Vaginal Total Pmt/Cost % 65

66 Average Overall Spending is More Than $12,000 Per Birth CURRENT $/Patient # Pts Total $ Birth Center Midwife $2,200 $44,000 Birth Center $4,000 $80,000 Total $6, $124,000 Hosp. Vaginal OB-GYN Vag. $3,300 $2,244,000 Hospital Vag. $7,500 $5,100,000 Total $10, $7,344,000 Hosp C-Section OB-GYN C-S $3,600 $1,080,000 Hospital C-S $12,000 $3,600,000 Total $15, $4,680,000 Total Pmt/Cost $12, $12,148,000 66

67 What if We Could Deliver 30% of Babies in the Birth Center? CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Birth Center Midwife $2,200 $44,000 Birth Center $4,000 $80,000 Total $6, $124, % Hosp. Vaginal OB-GYN Vag. $3,300 $2,244,000 Hospital Vag. $7,500 $5,100,000 Total $10, $7,344, % Hosp C-Section OB-GYN C-S $3,600 $1,080,000 Hospital C-S $12,000 $3,600,000 Total $15, $4,680, % Total Pmt/Cost $12, $12,148,

68 15% Savings on Maternity Care? CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Birth Center Midwife $2,200 $44,000 $660,000 Birth Center $4,000 $80,000 $1,200,000 Total $6, $124, $1,860, % Hosp. Vaginal OB-GYN Vag. $3,300 $2,244,000 $1,650,000 Hospital Vag. $7,500 $5,100,000 $3,750,000 Total $10, $7,344, $5,400,000-26% Hosp C-Section OB-GYN C-S $3,600 $1,080,000 $720,000 Hospital C-S $12,000 $3,600,000 $2,400,000 Total $15, $4,680, $3,120,000-33% Total Pmt/Cost $12, $12,148, $10,380,000-15% 68

69 Viewed from the Perspective of the Maternity Providers 69

70 Good for the Midwives CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % 70

71 Bad for the OB-Gyns CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% 71

72 Good for the Birth Center CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % 72

73 Bad for the Hospital CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Vaginal Birth $7, $5,100,000 $7, $3,750,000 C-Section $12, $3,600,000 $12, $2,400,000 Subtotal 980 $8,700, $6,150,000-29% 73

74 Good for the Payer CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Vaginal Birth $7, $5,100,000 $7, $3,750,000 C-Section $12, $3,600,000 $12, $2,400,000 Subtotal 980 $8,700, $6,150,000-29% Total Spending $12, $12,148, $10,380,000-15% 74

75 Win-Lose Outcome CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Vaginal Birth $7, $5,100,000 $7, $3,750,000 C-Section $12, $3,600,000 $12, $2,400,000 Subtotal 980 $8,700, $6,150,000-29% Payer $12, $12,148, $10,380,000-15% 75

76 Should Birth Centers Care That Hospitals & OB-GYNs Lose $? Birth centers can t offer a complete replacement for hospital/ob-gyn maternity care Mothers wouldn t use the birth center without a hospital/ob-gyn backup The birth center can t give an accurate price/cost estimate to payers or mothers without a committed price from the hospitals & OB-GYNs 76

77 Will Physicians and Hospitals Raise their Prices to Offset Losses? CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, OB-GYN Vaginal Birth $3, $2,244,000 $4, $2,300,000 C-Section $3, $1,080,000 $5, $1,020,000 Subtotal 980 $3,324, $3,320,000 0% Birth Center $4, $80,000 $4, Hospital Vaginal Birth $7, $5,100,000 $10, $5,250,000 3% C-Section $12, $3,600,000 $17, $3,600,000 0% Subtotal 980 $8,700, $8,850,000 2% Payer $12, $12,148,

78 If So, Total Spending Will Increase CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $4, $2,300,000 C-Section $3, $1,080,000 $5, $1,020,000 Subtotal 980 $3,324, $3,320,000 0% Birth Center $4, $80,000 $4, $1,200, % Hospital Vaginal Birth $7, $5,100,000 $10, $5,250,000 3% C-Section $12, $3,600,000 $17, $3,600,000 0% Subtotal 980 $8,700, $8,850,000 2% Payer $12, $12,148, $14,030, % 78

79 If the Payer Can t Be Assured of Savings, Status Quo is Better CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $4, $2,300,000 C-Section $3, $1,080,000 $5, $1,020,000 Subtotal 980 $3,324, $3,320,000 0% Birth Center $4, $80,000 $4, $1,200, % Hospital Vaginal Birth $7, $5,100,000 $10, $5,250,000 3% C-Section $12, $3,600,000 $17, $3,600,000 0% Subtotal 980 $8,700, $8,850,000 2% Payer $12, $12,148, $14,030, % 79

80 Episodes Limited to Birth Center Services Won t Be of Much Interest C-Section in Hospital OB $$$ Hospital $$$ Normal Pregnancy Delivery Vaginal Delivery in Hospital OB/CNM $$ Hospital $$ Birth Center Episode Delivery in Birth Center CNM $ Birth Ctr $ Hospital Delivery $$$ Total cost is not predictable for either insurance plan or consumer 80

81 Birth Center Would Be at Risk for Hospital Costs in a Full Episode C-Section in Hospital OB $$$ Hospital $$$ Normal Pregnancy Delivery Vaginal Delivery in Hospital OB/CNM $$ Hospital $$ Birth Center Episode Delivery in Birth Center CNM $ Birth Ctr $ Hospital Delivery $$$ 81

82 Payers (and Patients) Want a Comprehensive Solution Condition-Based Payment C-Section in Hospital OB $$$ Hospital $$$ Normal Pregnancy Delivery Vaginal Delivery in Hospital OB/CNM $$ Hospital $$ Delivery in Birth Center CNM $ Birth Ctr $ 82

83 Do Hospitals Have to Lose for Birth Centers & Payers to Win? CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Vaginal Birth $7, $5,100,000 $7, $3,750,000 C-Section $12, $3,600,000 $12, $2,400,000 Subtotal 980 $8,700, $6,150,000-29% Payer $12, $12,148, $10,380,000-15% 83

84 What Should Matter to Hospitals is Margin, Not Revenues (Volume) 84

85 $000 Hospital Costs Are Not Proportional to Utilization Cost & Revenue Changes With Fewer Patients 20% reduction in volume 7% reduction in cost $1,000 $980 $960 $940 $920 $900 $880 $860 $840 $820 $800 Costs. #Patients 85

86 $000 Reductions in Utilization Reduce Revenues More Than Costs Cost & Revenue Changes With Fewer Patients 20% reduction in volume 7% reduction in cost 20% reduction in revenue $1,000 $980 $960 $940 $920 $900 $880 $860 $840 $820 $800 Revenues Costs #Patients 86

87 $000 Causing Negative Margins for Hospitals Cost & Revenue Changes With Fewer Patients Payers Will Be Underpaying For Care If Deliveries, Surgeries, Etc. Are Reduced $1,000 $980 $960 $940 $920 $900 $880 $860 $840 $820 $800 Revenues Costs #Patients 87

88 $000 But Spending Can Be Reduced Without Bankrupting Hospitals Cost & Revenue Changes With Fewer Patients Payers Can $1,000 Still Save $ $980 Without Causing $960 Negative Margins $940 for Hospital $920 $900 $880 Revenues $860 Costs $840 $820 $800 #Patients 88

89 Need to Understand Hospital Costs, Not Just Hospital Payment CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Vaginal Birth $7, $5,100,000 $7, $3,750,000 C-Section $12, $3,600,000 $12, $2,400,000 Subtotal 980 $8,700, $6,150,000-29% Total Spending $12, $12,148, $10,380,000-15% 89

90 Fixed Costs Are Significant for Standby Services Like Maternity CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Fixed Cost 50% Variable Cost 45% Margin 5% Subtotal $8,700,000 Total Spending $12, $12,148,000 90

91 Costs Are What Matter In Determining Adequacy of Payment CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Fixed Cost 50% $4,350,000 Variable Cost $3,995 45% $3,915,000 Margin 5% $435,000 Subtotal 980 $8,700,000 Total Spending $12, $12,148,000 91

92 What Happens When # of Hospital Deliveries is Reduced? CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Fixed Cost 50% $4,350,000 Variable Cost $3,995 45% $3,915,000 Margin 5% $435,000 Subtotal 980 $8,700, Total Spending $12, $12,148,000 92

93 Hospital Still Needs to Support Fixed Costs of Maternity Services CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 Margin 5% $435,000 Subtotal 980 $8,700, Total Spending $12, $12,148,000 93

94 Variable Costs Will Decrease With Fewer Admissions CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $2,796,429-29% Margin 5% $435,000 Subtotal 980 $8,700, Total Spending $12, $12,148,000 94

95 Assume the Hospital s Margin Doesn t Change CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $2,796,429-29% Margin 5% $435,000 $435,000 0% Subtotal 980 $8,700, Total Spending $12, $12,148,000 95

96 Hospital Can Accept Lower Revenue & Maintain Services CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $2,796,429-29% Margin 5% $435,000 $435,000 0% Subtotal 980 $8,700, $7,581,429-13% Total Spending $12, $12,148,000 96

97 Cost Per Hospital Delivery Will Increase CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $2,796,429-29% Margin 5% $435,000 $435,000 0% Subtotal $8, $8,700,000 $10, $7,581,429-13% Total Spending $12, $12,148,000 97

98 Cost Per Hospital Delivery Will Increase But Total Spend Declines CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $2,796,429-29% Margin 5% $435,000 $435,000 0% Subtotal $8, $8,700,000 $10, $7,581,429-13% Total Spending $12, $12,148,000 98

99 Some Savings Achieved, But Not As Dramatic As Predicted CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $4, $1,200, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $2,796,429-29% Margin 5% $435,000 $435,000 0% Subtotal $8, $8,700,000 $10, $7,581,429-13% Total Spending $12, $12,148,000 $11, $11,811,429-3% 99

100 Lower Birth Center Costs With Higher Volume Increases Savings CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $3, $1,050, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $2,796,429-29% Margin 5% $435,000 $435,000 0% Subtotal $8, $8,700,000 $10, $7,581,429-13% Total Spending $12, $12,148,000 $11, $11,661,429-4% 100

101 Bigger Savings Possible If Hospital Can Reduce L&D Capacity CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $3, $1,050, % Hospital Fixed Cost 20% $1,740,000 $1,740,000 0% Variable Cost $6,658 75% $6,525,000 $6,658 $4,660,714-29% Margin 5% $435,000 $435, % Subtotal $8, $8,700,000 $9, $6,879,214-21% Total Spending $12, $12,148,000 $10, $10,959,214-10% 101

102 Win-Win-Win for Patients, Payers Birth Center, and Hospital CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $3, $1,050, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $2,796,429-29% Margin 5% $435,000 $435,000 0% Subtotal $8, $8,700,000 $10, $7,581,429-13% Total Spending $12, $12,148,000 $11, $11,661,429-4% 102

103 Problem: OB-Gyn Practice Loses, And It Has Fixed Costs to Cover CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $3, $1,050, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $2,796,429-29% Margin 5% $435,000 $435,000 0% Subtotal $8, $8,700,000 $10, $7,581,429-13% Total Spending $12, $12,148,000 $11, $11,661,429-4% 103

104 Problem: OB-Gyn Practice Loses, And It Has Fixed Costs to Cover CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $660, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $720,000 Subtotal 980 $3,324, $2,370,000-29% Birth Center $4, $80,000 $3, $1,050, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $2,796,429-29% Margin 5% $435,000 $435,000 0% Subtotal $8, $8,700,000 $10, $7,581,429-13% Total Spending $12, $12,148,000 $11, $11,661,429-4% Birth Center needs cooperation from physicians to succeed because the Birth Center can t complete all deliveries itself 104

105 If Midwives Are Already Doing Many Deliveries, Negative Impact is Lower CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $440,000 $2, $660,000 50% OB-GYN Vaginal Birth $3, $1,650,000 $3, $1,320,000 C-Section $3, $1,080,000 $3, $1,080,000 Subtotal 800 $2,730, $2,400,000-12% Birth Center $4, $80,000 $3, $1,050, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $2,796,429-29% Margin 5% $435,000 $435,000 0% Subtotal $8, $8,700,000 $10, $7,581,429-13% Total Spending $12, $12,148,000 $11, $11,691,429-2% 105

106 If Birth Rate Is Increasing, Savings With No Negative Impact CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $440,000 $2, $660,000 50% OB-GYN Vaginal Birth $3, $1,650,000 $3, $1,650,000 C-Section $3, $1,080,000 $3, $1,080,000 Subtotal 800 $2,730, $2,730,000 0% Birth Center $4, $80,000 $3, $1,050, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 0% Variable Cost $3,995 45% $3,915,000 $3,995 $3,195,918-18% Margin 5% $435,000 $435,000 0% Subtotal $8, $8,700,000 $9, $7,980,918-8% Total Spending $12, $12,148,000 $11, $12,420,918 4% 10% Increase in Births = Only 4% Increase in Spending 106

107 What If There Are Competing Maternity Care Providers? CURRENT $/Patient # Pts Total $ Midwife $2, $44,000 OB-GYN Vaginal Birth $3, $2,244,000 C-Section $3, $1,080,000 Subtotal 980 $3,324,000 Birth Center $4, $80,000 Hospital Fixed Cost 50% $4,350,000 Variable Cost $3,995 45% $3,915,000 Margin 5% $435,000 Subtotal $8, $8,700,000 Providers $12, $12,148,000 Other Providers $12, $12,148,000 Total Spending $24,296,

108 What if Maternity Provider Group #1 Offers Birth Center Svc + Savings? CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 OB-GYN Vaginal Birth $3, $2,244,000 C-Section $3, $1,080,000 Subtotal 980 $3,324,000 Birth Center $4, $80,000 $3,500 Hospital Fixed Cost 50% $4,350,000 Variable Cost $3,995 45% $3,915,000 Margin 5% $435,000 Subtotal $8, $8,700,000 Providers $12, $12,148,000 $11,661 Other Providers $12, $12,148,000 $12,148 Total Spending $24,296,

109 If Patients Shift Away From Other Maternity Providers CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 OB-GYN Vaginal Birth $3, $2,244,000 C-Section $3, $1,080,000 Subtotal 980 $3,324,000 Birth Center $4, $80,000 $3,500 Hospital Fixed Cost 50% $4,350,000 Variable Cost $3,995 45% $3,915,000 Margin 5% $435,000 Subtotal $8, $8,700,000 Providers $12, $12,148,000 $11, Other Providers $12, $12,148,000 $12, Total Spending $24,296,

110 And Many New Patients Use Birth Center CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $990, % OB-GYN Vaginal Birth $3, $2,244,000 C-Section $3, $1,080,000 Subtotal 980 $3,324,000 Birth Center $4, $80,000 $3, $1,575, % Hospital Fixed Cost 50% $4,350,000 Variable Cost $3,995 45% $3,915,000 Margin 5% $435,000 Subtotal $8, $8,700,000 Providers $12, $12,148,000 $11, Other Providers $12, $12,148,000 $12, Total Spending $24,296,

111 OB-GYNs Will Still See More Patients CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $990, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $2,475,000 C-Section $3, $1,080,000 $3, $1,080,000 Subtotal 980 $3,324, $3,555,000 7% Birth Center $4, $80,000 $3, % Hospital Fixed Cost 50% $4,350,000 Variable Cost $3,995 45% $3,915,000 Margin 5% $435,000 Subtotal $8, $8,700,000 Providers $12, $12,148,000 $11, Other Providers $12, $12,148,000 $12, Total Spending $24,296,

112 The Hospital Will Have More Deliveries CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $990, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $2,475,000 C-Section $3, $1,080,000 $3, $1,080,000 Subtotal 980 $3,324, $3,555,000 7% Birth Center $4, $80,000 $3, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 Variable Cost $3,995 45% $3,915,000 $3,995 $4,194,643 Margin 5% $435,000 $478,500 10% Subtotal $8, $8,700,000 $10, $9,023,143 4% Providers $12, $12,148,000 $11, Other Providers $12, $12,148,000 $12, Total Spending $24,296,

113 With Significant Savings to Payer Compared to the Status Quo CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $990, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $2,475,000 C-Section $3, $1,080,000 $3, $1,080,000 Subtotal 980 $3,324, $3,555,000 7% Birth Center $4, $80,000 $3, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 Variable Cost $3,995 45% $3,915,000 $3,995 $4,194,643 Margin 5% $435,000 $478,500 10% Subtotal $8, $8,700,000 $10, $9,023,143 4% Providers $12, $12,148,000 $11, $15,368,143 Other Providers $12, $12,148,000 $12, $6,074,000 Total Spending $24,296,000 $21,442,143-12% 113

114 Win-Win-Win for Providers, Patients, Payers With Better Delivery System CURRENT FUTURE $/Patient # Pts Total $ $/Patient # Pts Total $ Chg Midwife $2, $44,000 $2, $990, % OB-GYN Vaginal Birth $3, $2,244,000 $3, $2,475,000 C-Section $3, $1,080,000 $3, $1,080,000 Subtotal 980 $3,324, $3,555,000 7% Birth Center $4, $80,000 $4, % Hospital Fixed Cost 50% $4,350,000 $4,350,000 Variable Cost $3,995 45% $3,915,000 $3,995 $4,194,643 Margin 5% $435,000 $478,500 10% Subtotal $8, $8,700,000 $10, $9,023,143 4% Providers $12, $12,148,000 $11, $15,368,143 Other Providers $12, $12,148,000 $12, $6,074,000 Payer $24,296,000 $21,442,143-12% 114

115 Teamwork By All Providers Needed to Offer Condition-Based Pmt Condition-Based Payment C-Section in Hospital OB $$$ Hospital $$$ MATERNITY CARE TEAM: Normal Pregnancy Delivery Vaginal Delivery in Hospital Delivery in Birth Center OB/CNM $$ Hospital $$ Birth Center Episode CNM $ Birth Ctr $ Birth Center + Midwives + OB-GYNs + Hospital 115

116 Promote Outcomes/Experience, Don t Overpromise Savings Promoting the Value of Birth Centers Focus on good experience for mother and good outcomes for mother & baby Don t promise dramatic savings for payers or mothers 116

117 Look for Win-Win Opportunities to Expand Birth Centers Promoting the Value of Birth Centers Focus on good experience for mother and good outcomes for mother & baby Don t promise dramatic savings for payers or mothers Focus Expansion Efforts Where Win-Win-Win Opportunities Exist Communities with overcapacity in hospital labor & delivery Communities with OB-GYN practices where physicians are retiring Communities where midwives are already doing many deliveries in hospital Communities with competing maternity care providers Communities with growing populations Communities with large, local employers who can push for change 117

118 Proceed Cautiously/Collaboratively in Small & Low-Income Communities Promoting the Value of Birth Centers Focus on good experience for mother and good outcomes for mother & baby Don t promise dramatic savings for payers or mothers Focus Expansion Efforts Where Win-Win-Win Opportunities Exist Communities with overcapacity in hospital labor & delivery Communities with OB-GYN practices where physicians are retiring Communities where midwives are already doing many deliveries in hospital Communities with competing maternity care providers Communities with growing populations Communities with large, local employers who can push for change Proceed Cautiously Where Expansion Could Be Problematic Hospitals with large numbers of Medicaid patients and low Medicaid payments where the hospital covers losses with commercial maternity care patients Communities with Critical Access Hospitals where labor & delivery is a major inpatient service and a primary surgical service Communities with one OB-GYN Communities with declining populations 118

119 Increase Awareness of Birth Centers In Advance of Expansion 119

120 If We Do It Right: A Better Maternity Care System Better Care for Patients Mothers can receive high quality care with the best outcomes for themselves and their babies Lower Spending for Payers & Patients Mothers can receive the lowest cost service that addresses their needs, not the service that generates the highest revenues or margins for providers Financially Viable Healthcare Providers Birth centers, midwives, physicians, and hospitals are all paid adequately to deliver the high-quality care that patients need 120

121 Learn More About Win-Win-Win Payment and Delivery Reform 121

122 CHQPR Resources on Maternity Care 122

123 For More Information: Harold D. Miller President and CEO Center for Healthcare Quality and Payment Reform (412)